We interpret (make assumptions about) what we see, hear, read, feel and we impose our own interpretations on the data and then draw our conclusions from it. Once we have selected data, we begin to add meaning to it. We “select” (although not necessarily consciously) what we deem to be significant or important, or data that in some way catches our attention. What actually happens is that as there is more data than our minds can hold we tend to register only some of the available data and ignore the rest. Unfortunately, this step-by-step process is usually short circuited by the fact that, since the process happens so quickly, what may seem perfectly clear in our own mind is obvious only to us. Courageous Conversations.Īs we compare what is happening to us in the current situation with our stored experience, we make assumptions based on our experience and hence we come to conclusions and then act accordingly. The Ladder of Inference model suggests that we all have a “data bank” of experience in our head that we refer to when anything happens and that we go through a number of steps in order to reach our conclusions. If you ask the average person “why they behaved in a particular way?” when faced with a given situation, they would probably say that “it seemed obvious to them” or that “it was instinctive”. Initially developed by Chris Argyris The Ladder of Inference attempts to explain how, when faced with a “situation”, we tend to behave or “jump to conclusions”. Now let’s discuss some techniques! Find out more below about Veriskills and LHQ to learn more… Ladder of Inference and Advocacy and Inquiry For each of these, record the advantages and disadvantages below. Now that you know that you have both control and choice as to how you react, you can react in one of the following four ways. Accepting that we need to change our response.The key to changing our reactions to the behaviour of others is: It is important to recognise that this response is natural, but that we have the power to choose our response and take a proactive approach to managing ourselves. The stress response is a natural response to perceived threats in our environment. We can look at where we direct our energy and effort in order to exert positive energy. The one thing that we have control over is ourselves. Understand that everyone reacts differently to these types of behaviour: The person who is most irritating to you may be perfectly acceptable to someone else. Knowing what I now know, what would I do differently in a similar situation? What prevented me from managing difficult personalities and behaviours? What did you do that others found to be effective? What were the outcomes?ĭescribe one or more situations in which you were not effective in managing difficult personalities and behaviours. When have you been successful in managing difficult personalities and behaviours? Refer to the article Dealing With Difficult and Upset People, then answer the questions below. The purpose of this exercise is to understand difficult personalities and behavioural patterns and develop effective coping strategies. These are those people you can’t stand, who don’t do what you want them to do, or do what you don’t want them to do.Įxercise: Difficult Personalities and Behavioural Patterns Importantly, if you are embroiled in a constant conflict, you may not only be blamed for being “unable to handle the situation, you may be labelled as a “difficult” person, yourself. Once you are fully aware of what is happening, deciding to live with the situation long term is not an option. Initially, unprofessional behaviour will come as a shock. Unaddressed conflict at work simmers just below the surface, often erupts unexpectedly and affects work productivity. Unaddressed, your situation won’t get any better and it usually gets worse. Dealing with difficult people is much tougher when they are attacking you personally or undermining your professional contribution. Dealing with difficult people is easier when the person is just generally obnoxious or when the behaviour affects more than one person. How difficult you find that person to deal with depends on your self-esteem, your self-confidence and your professional courage. Difficult people come in every variety and no workplace is without them.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |